We developed and tested a model in which transformational leadership affects sports performance indirectly, through the mediating effects of intrinsic motivation. During the season. 168 university athletes provided data on their perceptions of their coach's transformational leadership and their own intrinsic motivation. At the end of the season, their coaches assessed the performance of the athletes. Using LISREL ' 4111, three models were estimated following the sequence of mediator tests outlined by Kelloway (1996, 1998). The proposed model received considerable support. The results isolate intrinsic motivation as a mediator of the relationship between transformational leadership and sports performance, suggesting that transformational leadership may enhance intrinsic interest in the task.

No abstract

This study was conducted to replicate and extend previous findings that two independent dimensions of type A behavior, namely Impatience—Irritability (II) and Achievement Striving (AS), differentially predict health and performance. One hundred and thirteen university students provided their grade point average and completed questionnaires to measure II, AS and several health measures. They also performed a five‐minute proof‐reading task which yielded a behavioral measure of attention and concentration. As predicted, after partialling out the effects of II, AS predicted GPA and proof‐reading performance, but not health. After controlling for age and AS, II predicted headaches and sleep habits, but neither respiratory infections nor digestive problems. Implications for the differential prediction of health and performance by AS and II, and interventions designed to decrease risk from type A behavior by reducing II but not AS, are discussed.

The study examined the association between four influence tactics known to be effective in generating a target's commitment to a task and perceptions of transformational leadership. Eighty military personnel were rated by 181 peers on four influence tactics and four transformational leadership factors. The influence tactics of rational persuasion, inspirational appeals, consultation and collaboration were expected to differentially predict idealized influence (behaviour), inspirational motivation, intellectual stimulation and individualized consideration. Results show that rational persuasion significantly contributed to the variance in all four transformational leadership factors. Inspirational appeals made significant contributions to the variance in idealized influence and inspirational motivation. Consultation and collaboration did not significantly contribute to explaining the variance in any of the four transformational leadership factors. These results suggest that training in rational persuasion and inspirational appeals may increase perceptions of transformational leadership style.